Transformational Leadership Inspires Organizational Change Essay

Pages: 5 (1431 words)  ·  Bibliography Sources: 5  ·  File: .docx  ·  Level: Master's  ·  Topic: Management  ·  Written: August 8, 2018

SAMPLE EXCERPT . . .
The Kotter 8-step model is essentially a more detailed explanation of the same management idea. The steps of the Kotter model include:
  1. Creating a sense of urgency
  2. Creating a guiding coalition
  3. Creating a vision for change
  4. Communicating the vision
  5. Removing obstacles
  6. Creating short-term wins
  7. Consolidating improvements; and
  8. Anchoring the changes
These steps begin with the need for management to show to workers and executives that there is an immediate need for change. This need has to then be bolstered by a team that will work together to guide the process of change. The process has to have a vision of what the end goal looks like. This vision has to then be communicated to stakeholders so that they know what they are striving to achieve. Obstacles—such as resistance (like negative attitudes from workers)—have to be removed: the best way to do this is through education, support and the use of managers’ emotional and social intelligence. Intrinsic and extrinsic motivators—such as recognition and bonuses—can also be employed to help break down resistance and overcome obstacles. This is also how short-term wins are celebrated: whenever teams accomplish a goal within the change process, the managers should celebrate it to bolster morale. Finally, once the changes have been accepted, they must be anchored and sold as the new way of conducting business.

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Contingency Planning

Essay on Transformational Leadership Inspires Organizational Change Assignment

Part of monitoring the change process is the idea of contingency planning. Contingency planning is based on the idea that problems will be encountered and in order to mitigate risk, the organization should have a back-up plan in place. This is the contingency plan: but to develop a good one requires the foresight that comes with adequate risk management. This means that change management will necessarily have to correlate with risk management.

Processual Approach

The processual approach to change is based on the idea that change is fluid and unending—i.e., there is no definite goal or point wherein the organization can rest, content with itself and its achievements. According to this idea, organizational change also tends to be rather dramatic, disorganized, complex, complicated and outright messy at times, as a result of numerous factors like organizational politics, informal group movements, cultural obstacles, workplace history, and so on.

Skills for Communicating Change

Leadership is the number one skill required for communicating change—namely transformational leadership (Warrick, 2011). Transformational leadership skill provides the manager with the tools needed to communicate, support, and empower workers to embrace change. The transformational leader is able to describe the change in visionary terms so that workers can see it, feel it, and understand it. The transformational leader is able to provide justification for the change and appeal to workers’ reason and their appreciation for logic and rationality. The transformational leader can also supply the emotional support that workers needed in difficult periods of transition by using social and emotional intelligence skills, which allow the manage to read between the lines of employees’ actions to understand what is being said by them socially and emotionally and to respond with the right approaches so as to keep negativity at bay.

The leader also has to be able to demonstrate the virtue of embracing the change and giving the organization everything that one has. The manager, in this sense, leads by example: by showing that he is on board with the change, is enthusiastic about adopting it, and has a sense of why it is needed and the good that it can accomplish, the others will follow. This is why transformational leadership skill is so crucial to successful organizational change: the manager is essentially transforming the workplace through force of will, force of personality, force of determination, force of vision, and force of support.

References
  1. Appelbaum, S. H., Habashy, S., Malo, J. L., & Shafiq, H. (2012). Back to the future: revisiting Kotter's 1996 change model. Journal of Management Development, 31(8), 764-782.
  2. Hardy, Q. (2014). Meg Whitman find a vision for HP. The New York Times. Retrieved March 10, 2018, from https://www.nytimes.com/2014/10/07/technology/meg-whitman-finds-a-vision-for-hp.html
  3. Shapiro, R. (2016). Best Buy’s Competitive Strategy to Beat Amazon: Educate Consumers. Retrieved from https://www.business2community.com/trends-news/best-buys-competitive-strategy-beat-amazon-educate-consumers-01600643
  4. Walker, G. (2018). Change management: Organizational change. Training and Development, June, 30-31.
  5. Warrick, D. D. (2011). The urgent need for skilled transformational leaders: Integrating transformational leadership and organization development. Journal of Leadership,… [END OF PREVIEW] . . . READ MORE

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